Reset Plan 2021-2025 - VERSION 1 02.2021 - West Sussex County Council
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Reset Plan
2021–2025
VERSION 1 • 02.2021
RESET PLAN 2021–2025
Contents
Introduction3
How to read this plan 6
Our priorities
Keeping people safe from vulnerable situations 7
A sustainable and prosperous economy 11
Helping people and communities to fulfil their potential 17
Making the best use of resources 24
Appendices28
2
RESET PLAN 2021–2025
Introduction
West Sussex needs to operate in a
800
different context to that prior to the people died with
COVID-19 pandemic. Like the rest of COVID-19 in the county
the country the effects have already during 2020
been significant and are far from over.
In 2020, almost 800 people died from COVID-19 across
130,000
the county. At the peak of the first wave, more than
people were
133,000 people in West Sussex were furloughed from furloughed from
their jobs, with Crawley having one of the highest their job
.
take-up rates in the country. Big employers like
61 3
Gatwick Airport have seen a 61.3% drop in revenues
%
in the first six months of 2020 and around 40% of drop in revenues
employees had lost their jobs at the airport at the end at Gatwick airport
of October 2020. The number of claims for Universal in the first six
Credit have grown by 2.5 times in some parts of months of 2020
the county between March and November 2020.
40
The longer term physical health, mental
%
health, social and economic impacts are of employees had lost
yet to be fully seen. With this new context their jobs at Gatwick airport
comes revised action and West Sussex County at the end of October 2020
Council (WSCC) has risen to the challenge.
3
RESET PLAN 2021–2025
We have worked alongside partners to put in place › put residents and communities at
the support needed to our communities, including: the heart of everything we do;
› healthcare; › create strong and visible leadership;
› social care; › work closely with communities and partners;
› housing and emergency accommodation; and › invest in and value the staff that work for WSCC; and
› ‘community hubs’ across the county to help › make the way we work as a Council as
people access to food, prescriptions and other straightforward as possible for the communities
essentials when they needed it most. we serve.
We have also seen unexpected benefits including
cleaner air, less noise, neighbourliness, and an 2 Second, we must strengthen our support
to those who need it most it most, but
appreciation of the environment our residents live in. manage this within the financial challenges we face.
This means we will need to:
This new context means WSCC needs to build a new
› Prioritise our key services,
model of priorities for the next four years and beyond
› Ensure we effectively manage the
– one that focuses everything we are able to do on
demand on our services
achieving good health and wellbeing or our residents
› Make sure our resources go to
In order to be fit for the future we must do two things.
where they are needed most
1 First, we need to build on the improvement
journey in Children’s Services, Fire and
› Ensure we always get the best value for money
from our resources, in the short and the long term
Rescue and Good Governance that we had
The new uncertain world that we are still getting used
already started before the pandemic, We must
to living in requires a plan that takes all of the learning
ensure across all areas of our work that we:
and progress we have made and focuses on the
most important things that our communities need.
4
RESET PLAN 2021–2025
This plan acts as a framework for WSCC to
operate in a way that means we are clear on
what we want to achieve and what we will do
to achieve the priorities, but we are flexible
to respond to whatever comes our way.
This plan and the way we have put it together
reflects the changing nature of our role – a
deliverer, convenor or enabler of whatever
is needed to serve our communities.
We have spoken to community groups, undertaken
research with residents to understand the
effects of COVID-19 and what they need going
forward, and involved WSCC staff and almost 50
of our local partners in the process to shape four
key priorities and outcomes, underpinned by
responding to the challenges of climate change.
5
RESET PLAN 2021–2025
How to read this plan
This plan sets out where WSCC will focus it’s efforts Priorities
over the next four years. It is set out and organised These are the key areas of focus for all WSCC
around four priorities with an underpinning theme services. All directorates in the Council will deliver
of climate change. When reading this plan the key on or enable one or more of these priorities to be
things to note are as follows. delivered. Under each priority is a list of activities
that reflect the type of work we will do or continue
to do.
Outcomes
These are the things we will achieve for people who
live and work in West Sussex. All directorates in
the Council will deliver on or enable one or more of
these outcoms to be achieved.
Key performance indicators and targets
These are the things we will use to measure the
progress and impact we are having or have had to
achieve the outcomes set out in the plan. They cover
the four-year period of the plan and will be reported
on quarterly and updated annually. KPIs marked
with a reflect those that are focused on the
underpinning theme of climate change.
6
RESET PLAN 2021–2025
1 Keeping people safe from
vulnerable situations
We know that there will be times in people’s lives › Trading standards will respond to reports
when they require extra support and help. We will be of predatory trading against members
there in those moments to ensure that appropriate of the community and prevent them
and timely support is provided to manage risk and from becoming repeat victims.
prevent any further escalation of need. We will focus › The West Sussex Safeguarding Adults Board
our activity in the following areas: and its partners will work together to ensure
› Children’s services will continue to take a ‘whole that those adults with care and support needs
family’ approach to ensuring children are safe, who may be experiencing, or are at risk of,
with families supported by multi-agency ‘early abuse or neglect are appropriately safeguarded.
help hubs’ to provide coordinated early support. We will use our learning from the COVID-19
› Children first improvement plan will keep children pandemic to increase our efficiency and reach to
with their families wherever possible, to ensure more WSCC residents who need Deprivation of
quality of family life and reduce reliance on costly Liberty Safeguards and work with stakeholders
short-term placements. Where this isn’t possible, to achieve a smooth transition to the new
we will ensure we find a safe and supportive Liberty Protection Safeguards in spring 2022.
environment for children to live and thrive. › West Sussex Local Offer will continue to
› Fire and Rescue Service – through the deliver information, advice and guidance
Integrated Risk Management Plan, we will for children, families and young people
prevent fire wherever possible, through fire with SEND up to 25 years old.
safety checks targeted at those who need it
most and wider public awareness campaigns.
7
RESET PLAN 2021–2025
› Adults and older people will provide early
support in the community and close to home,
including support to carers.
› Fire and Rescue will continue to conduct
‘safe and well’ visits for people who need
it most, including fitting smoke alarms and
fire detection equipment free of charge.
› Information sharing will build on and
retain the improved data and information
sharing arrangements seen during the
COVID-19 pandemic, to identify and provide
support to people as early as possible.
8
RESET PLAN 2021–2025
OUTCOME 1
A timely and proportionate approach to prevention
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
1. Percentage of re-referrals to Children’s Social 23.7% 23% 22% 21% 20%
Care within 12 months of the previous referral (November 2020)
2. Percentage of Early Help Plans closed
71%
with outcomes met and without ‘step-up’ (Dec 2019 – Nov 2020 72% 74% 77% 80%
to social care rolling year)
3. Percentage of fire safety inspections of business
premises (as determined by the Risk Based
100% *TBC *TBC *TBC *TBC
(936 inspections in
Inspection Programme) carried out per year 2020/2021)
4. Percentage of suspected scam victims, identified
to WSCC by the National Trading Standards
Scams Team, receiving a pro-active intervention 82% 100% 100% 100% 100%
from the Trading Standards Service
5a. Uptake of flu vaccine in over 65s or at risk 74.2% 75% 75% 75% 75%
(2019–2020)
5b. Update of flu vaccine in ‘at risk’ groups 45.8% 47% 50% 53% 55%
(2019–2020)
6. Healthy weight of 10-11 year olds 69.8% *TBC *TBC *TBC *TBC
(2019–2020)
*Performance indicators marked ‘*TBC’ refer to indicators where, for different reasons, the baseline or target is yet to be determined. For example,
the indicator might be new and needs baselining, the benchmarking needed in order to set the target will be completed at a later point in the
year, or the indicator or target is set by national government. Indicators marked ‘*TBC’ will be updated through the life of the plan”.
9
RESET PLAN 2021–2025
OUTCOME 2
Support to people when they need it
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
7. Stability of children looked after placements –
(3 or more placements during the year) - WSCC 10.7% 10% 10% 10% 10%
(November 2020)
position in national stability index
8. Support for care leavers to achieve their
aspirations – percentage of care-leavers aged 19- 62% 64% 66% 70% 70%
(November 2020)
21 who are in Employment, Education or Training
9. Positive outcomes on child protection in 12
New measure
months - percentage of Child Protection Plans
(no baseline) 80% 83% 86% 90%
that result in ‘step-down’ within 12 months
10. Number of ‘safe and well’ visits undertaken for 4669 4000 4000 4000 4000
those at highest risk (FY 2019–2020)
11. Percentage of contacts to adult social care that
progress to a social care assessment 67% 63% 60% 57% 55%
12. Percentage of adult social care assessments that
result in a support plan 5.7% 6% 6.3% 6.6% 7%
13. Percentage of safeguarding concerns that 53.45%
become a Section 42 enquiry (Second quarter 56.12% 58.92% 60.87% 63.91%
2020–2021)
14. Time to complete outstanding ‘deprivation of 4.4 4.4 4.4 4.4 4.4
Months
liberty’ cases (FY 2019–2020)
Months Months Months Months
10RESET PLAN 2021–2025
2 A sustainable and
prosperous economy
A sustainable and prosperous economy in West › Social value framework – we will ensure our
Sussex is key to the future wellbeing of the county procurement processes are accessible to local
and it has never been more important for us to providers in order to maximise the use of local
focus on this given the ongoing economic impact of suppliers in our supply chains and secure
COVID-19. Ensuring that businesses are supported added economic, social and environmental
to recover and grow, that local people have access to benefits for our residents. For example, jobs
well-paid employment, and that the conditions are and opportunities for local people and
right for enterprise and innovation will have a positive access to education, training and support.
impact on the long term health of residents and on › West Sussex Transport Plan – we will review
the potential of young people. We will focus our the plan and set out a new strategy for the
activity in the following areas: transport network up to 2036 to enable active
› We will deliver the Council’s Economy Reset Plan, travel and access to education, employment
focussing on the economic challenges faced by and services, and decarbonise the transport
different places in the county; on supporting system while protecting the local environment.
new and existing businesses, and those sectors › Digital infrastructure – we will work with the
hit hard by COVID-19; on employment and Department for Culture, Media and Sport
skills activities to support and create jobs; and and the telecoms market to accelerate and
on digital technology to boost the economy. extend investment in the county to build
Climate change and the environment will digital infrastructure and access networks
underpin the economy reset approach. in line with the government’s target.
11RESET PLAN 2021–2025
› We will work with employers, education
and training providers to progress skills and
employment opportunities to support residents and
the local economy in the medium and longer term.
› We will deliver commitments in our Climate
Change Strategy, in particular positioning
the county as a place for innovation in green
energy. We will take advantage of natural capital
investment funding when available and encourage
and enable the community and businesses to
innovate and make decisions which optimise
use of resources and reduce carbon impact.
› West Sussex growth deals – we will continue to
deliver on existing deals with District and Borough
Councils, which aim to support town centre
growth, unlock housing and employment sites and
attract investment. We will seek to refresh deals
that are due to expire after their 5-year term.
12RESET PLAN 2021–2025
OUTCOME 1
Resetting and rebooting the local economy
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
15. Enterprises supported to start, revive,
innovate and grow 950 1,500 *TBC *TBC *TBC
Performance indicators marked ‘*TBC’ refer to indicators where, for different reasons, the baseline or target is yet to be determined. For example, the indicator
might be new and needs baselining, the benchmarking needed in order to set the target will be completed at a later point in the year, or the indicator or target is
set by national government. Indicators marked ‘*TBC’ will be updated through the life of the plan”.
OUTCOME 2
Achieving social value in West Sussex
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
16. New tenders over the value of £500,000 include
‘social value’ criteria as part of the evaluation, in 20% 40% 60% 80% 80%
line with the Council’s social value framework
13RESET PLAN 2021–2025
OUTCOME 3
Sustainable growth by developing modern infrastructure
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
17. Length of new cycle paths across the County 7km 7.5km 7.5km 7.5km 7.5km
Per year Per year Per year Per year Per year
18. Percentage length of A and B roads that 15% 14.5% 14% 13.5% 13%
require maintenance (2020–2021)
19. Highway defects repaired within 96% 96% 96% 96% 96%
required time scale (2020–2021)
20. Percentage of premises able to access gigabit-
capable connectivity by 2025 (working towards 12% *TBC *TBC *TBC 72%
government target of 85% by the end of 2025)
Performance indicators marked ‘*TBC’ refer to indicators where, for different reasons, the baseline or target is yet to be determined. For example, the indicator
might be new and needs baselining, the benchmarking needed in order to set the target will be completed at a later point in the year, or the indicator or target is
set by national government. Indicators marked ‘*TBC’ will be updated through the life of the plan”.
14RESET PLAN 2021–2025
OUTCOME 4
Supporting people to develop the
skills they need for the future
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
21. The percentage of young people attaining Grade
4 and above for Maths and English GCSE by the 66.2% 67% 67.5% 68% 69%
age of 16 years old
OUTCOME 5
A sustainable economy that adapts to climate change
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
22. Equivalent tonnes (te) of CO2 33,912 30,521 29,910 28,116 25,867
emissions from WSCC activities (2019–2020)
23. Household waste recycled, reused
or composted 53% 54% 55% 56% 57%
15RESET PLAN 2021–2025
OUTCOME 6
Working in partnership
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
24. Number of growth deals in place
with district and boroughs 6 6 6 6 6
16RESET PLAN 2021–2025
3 Helping people and communities
to fulfil their potential
Enabling people and communities to fulfil their › We will support the formation of ‘local
potential is at the heart of the Council’s ambition neighbourhood community networks’ in parts
for everyone who lives and works in West Sussex. of the county where health and socio-economic
To achieve this, we need to generate, improve and inequality exists in order to reduce reliance on
sustain the conditions and environment that will costly acute health and social care services.
enable people to be independeptn, and communities › Libraries – we will continue to deliver activities
to feel safe and be safe, to benefit from a prosperous, to support literacy and learning for children,
sustainable economy and to lead healthy, fulfilling families and older people, preventing isolation.
lives. We will focus our activity in the following areas: We will work with local communities on how
› School effectiveness strategy – we will continue we can deliver these services innovatively.
to support our schools on their improvement › Public Health Wellbeing Programme – through
journeys and build on the success of having our partnership with all seven district and
248 of 288 West Sussex schools currently borough councils, we will support people to
rated by Ofsted as good or outstanding. maintain and improve their health and wellbeing
› Careers advice – we will continue to support the through advice and support within their local
500 young people not in education, employment area that is person-centred and addresses health
or training and provide apprenticeships with WSCC inequalities that exist across the county.
where possible encourage others to do the same.
› Lifelong learning – we will work with education
providers to support them in running accessible
learning and development opportunities.
17RESET PLAN 2021–2025
› We will work with Communities and partners › Day services – we will develop and deliver a
to further embed and develop a Community new model that uses fewer building based
led support approach to the delivery of adult day services but ensures that people have
social care. Harnessing people’s strengths support to access the right activities and
and connecting them with their community. opportunities in their local community.
By promoting people’s independence and › Shared Lives scheme – we will increase
wellbeing, we will prevent, reduce or delay the number of people living in this family-
their need for ongoing funded care services. based accommodation model.
› Residential and nursing care – we will aim to › Reablement – we will increase capacity
support people to remain as independent and deliver a more efficient service to
as possible, for as long as possible in their ensure more people are able to remain as
own homes. However where residential independent as possible in their own home.
care is needed, we will work collaboratively
with the care market to ensure that what is › Dementia – in partnership with West Sussex
needed is available and is of good quality. CCG, districts and boroughs and the VCS,
we will combine efforts to ensure the right
› Supported accommodation – we will work in accommodation and support is available, to live
collaboration with housing providers to develop independently, including support to carers.
alternative accommodation options with
care, including extra care housing, enabling › Digital technology – using the latest assistive
more people to remain in their own home. technology we will enhance people’s
independence and wellbeing and keep
people safe in their own home for longer.
18RESET PLAN 2021–2025
› Disabled facilities grant – we will continue working › We will work with the local community
with district and borough councils to improve and community networks to improve
disabled people’s access to grant funding to individual’s digital inclusion, health &
adapt their homes, so they are more accessible wellbeing through enhanced digital skills.
and help to maintain their independence. › Voluntary and Community Sector – we will
› Fire and Rescue Service Integrated Risk review current commissioned arrangements to
Management Plan – at the heart of the plan is ensure the limited funding WSCC can provide
the prevention of fire and ensuring community goes to where it is needed most in the sector
safety, ensuring a workforce who are well to support safe and cohesive communities.
prepared, impoving the safety of firefighters › Tackling crime – we will work collaboratively with
and providing a workplace that considers partners such as the Police to reduce criminality
safety and dignity. We will continue to deliver and raise awareness amongst the public to
on this core commitment and protect people prevent crime and keep our communities safe.
through a timely response to incidents.
19RESET PLAN 2021–2025
OUTCOME 1
Access to excellent education and learning
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
25. Percentage of schools with OFSTED rating ‘good’
or ‘outstanding’ 87.6% 88.5% 90% 90.5% 91%
26. Percentage of pupils and students accessing
OFSTED ‘good’ or ‘outstanding’ schools 86.6% 88% 89% 90% 91%
27. Percentage achieving expected standard in
reading, writing and maths combined at the end 62.7% 64% 68% 71% 72%
of Key Stage 2
28. Average attainment 8 score of students at Key
Stage 4 including English and Maths 46.9 47.5 48.3 49 49.5
29. Percentage attainment gap of disadvantaged
pupils compared with non-disadvantaged peers 26% 24% 20% 16% 14%
at the end of Key Stage 2
30. Combined percentage of 16-17-year olds that
are Not in Education, Education and Training or
whose activity is not known (3-month average 11.7% 7% 6.5% 6% 5.5%
Dec-Feb annually)
20RESET PLAN 2021–2025
OUTCOME 2
Tackling inequality
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
31. Healthy life expectancy for men 64.6 years *TBC *TBC *TBC *TBC
(2016–2018)
32. Healthy life expectancy for women 64.3 years *TBC *TBC *TBC *TBC
(2016–2018)
Performance indicators marked ‘*TBC’ refer to indicators where, for different reasons, the baseline or target is yet to be determined. For example, the indicator
might be new and needs baselining, the benchmarking needed in order to set the target will be completed at a later point in the year, or the indicator or target is
set by national government. Indicators marked ‘*TBC’ will be updated through the life of the plan”.
21RESET PLAN 2021–2025
OUTCOME 3
Promoting and enabling independence
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
4.45m
33. Use of virtual/digital library services by residents 4.45m (To regain pre-Covid
*TBC *TBC *TBC
baseline)
34. Number of people reached and supported via
the West Sussex Community Hub during the
34,000 35,000 *TBC *TBC *TBC
people reached by
One-off target
COVID-19 pandemic middle of 2020
35. Number of people completing evidence-based
*TBC *TBC *TBC *TBC *TBC
falls prevention programmes
36. Percentage of adults that did not need long term 85.5% 89.8% 94.29% 99% 100%
support after a period of reablement support (2019–2020)
37. Percentage of adults that purchase their service
using a direct payment 36.5% 38.3% 40.4% 42.6% 44.7%
38. Percentage of users of adult services and their
carers that are reviewed and/or assessed in the 38.5% 75.8% 79.6% 83.6% 87.8%
last 12 months
39. The percentage of adults with a learning 2.1% 3.6% 3.8% 4% 4.2%
disability in paid employment (2019–2020)
Performance indicators marked ‘*TBC’ refer to indicators where, for different reasons, the baseline or target is yet to be determined. For example, the indicator
might be new and needs baselining, the benchmarking needed in order to set the target will be completed at a later point in the year, or the indicator or target is
set by national government. Indicators marked ‘*TBC’ will be updated through the life of the plan”.
22RESET PLAN 2021–2025
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
40. The percentage of adults in contact with
secondary mental health services living 70% 73.5% 77% 81% 85%
independently with or without support
OUTCOME 4
Safe, connected and cohesive communities
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
41. Killed and seriously injured casualties per billion 120
vehicle miles.
(Average from 2014–2018
vs traffic data from 2019
115 111 106 102
(pre C-19))
42. Percentage of ‘critical fires’ where the first
appliance in attendance meets our emergency 86.9% 89% 89% 89% 89%
(FY 2019–020)
response standard
43. Percentage of ‘critical special service incidents’ *TBC
where the first appliance in attendance meets 73.6% 80% 80% 80% (IRMP to be updated
(FY 2019–2020)
our emergency response standard at this date)
44. Percentage of people affected by domestic
Baseline to be measured
violence and abuse who feel safe upon leaving in 2021–2022 *TBC *TBC *TBC *TBC
the service
Performance indicators marked ‘*TBC’ refer to indicators where, for different reasons, the baseline or target is yet to be determined. For example, the indicator
might be new and needs baselining, the benchmarking needed in order to set the target will be completed at a later point in the year, or the indicator or target is
set by national government. Indicators marked ‘*TBC’ will be updated through the life of the plan”.
23RESET PLAN 2021–2025
4 Making the best use
of resources
Running throughout this plan is a theme of making treated with dignity and respect; all staff will
the best use of the resources at our disposal. When have consistent and high quality performance
deciding how to deploy our resources, or working and development conversations; and we will
with partners to deliver our collective ambitions, attract, recruit and retain the staff we need to
we will use the priorities expressed in this plan to deliver public services for the residents of West
inform our decisions, using data and information Sussex. We will underpin staff development with
that is available on our residents’ needs to deliver the themes of equality, diversity and inclusion.
right things efficiently. WSCC, like our partners, is › We will maximise the use of our assets by disposing
committed to achieving best value for residents. This of surplus assets and looking creatively and how
means we have to work better, we more efficient and we might use our assets to support economic
get the best from what we have to manage increasing growth (e.g. sharing space in our buildings with
demand in a different way. We will focus our activity start-ups). For retained assets, we will reduce our
in the following areas: overall energy consumption to meet our ambition
› Good governance review – we will act on the of being a net carbon zero organisation by 2030.
findings of the review to remove silos and work › We will continue to benchmark the unit costs
across team boundaries and deliver the best of our services and maximise every pound
for our residents, ensuring governance and the spent and achieve value for money.
way we make decisions is fit for purpose.
› We will look to combine or share approaches
› People framework – our staff will have the and services to achieve greater efficiency.
confidence and support to deliver change
and continuous improvement; all staff will be
24RESET PLAN 2021–2025
OUTCOME 1
Working together as one Council
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
45. All member training and development needs
identified and training completed within 12
months of 2021 election (future year targets Not applicable 100% *TBC *TBC *TBC
and measures to be set by the Member
Development Group)
46. New Code of Governance published, assisting
By 2021
the public, staff and elected members to Not applicable Not applicable Not applicable Not applicable
elections
navigate the Council’s decision making process
Performance indicators marked ‘*TBC’ refer to indicators where, for different reasons, the baseline or target is yet to be determined. For example, the indicator
might be new and needs baselining, the benchmarking needed in order to set the target will be completed at a later point in the year, or the indicator or target is
set by national government. Indicators marked ‘*TBC’ will be updated through the life of the plan”.
25RESET PLAN 2021–2025
OUTCOME 2
Getting the best from our people
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
47. Leadership and management – percentage
positive response to the question: “I am part of
a supportive team where we regularly reflect 73% 75% 78% 80% 85%
on our successes and challenges enabling us to
improve continuously”
48. Wellbeing, values and ways of working -
Percentage positive response to the question: “I
am treated with dignity and respect by my work 86% 86% 87% 88% 90%
colleagues”
OUTCOME 3
Maximising our income and the productivity of our assets
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
49. Square metres of operational property (e.g.
offices, libraries, fire stations etc) that are in use 285,000m2 270,750m2 257,000m2 245,000m2 233,000m2
26RESET PLAN 2021–2025
OUTCOME 4
Value for money
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
50. The aggregated unit cost of our services Baseline to be measured
in 2021–2022 *TBC *TBC *TBC *TBC
compared to our statistical neighbours
51. Perentage of digital services available from 62% 60% 70% 75% 80%
WSCC to support self-service (Pre-Covid)
OUTCOME 5
Working in partnership
2021/22 2022/23 2023/24 2024/25
Key performance indicators Baseline
TARGET TARGET TARGET TARGET
52. For key decisions on contracts over £500,000
include an appraised option for partnership *TBC 20% 40% 80% 100%
working to assess opportunities for efficiency
Performance indicators marked ‘*TBC’ refer to indicators where, for different reasons, the baseline or target is yet to be determined. For example, the indicator
might be new and needs baselining, the benchmarking needed in order to set the target will be completed at a later point in the year, or the indicator or target is
set by national government. Indicators marked ‘*TBC’ will be updated through the life of the plan”.
27RESET PLAN 2021–2025
Appendix 1 Appendices
28RESET PLAN 2021–2025
Appendix 2
Capital Programme 2021/22–2025/26
Economic growth and strategic Building maintenance and
infrastructure £260.8m efficiency £61.2m
› £53.7m investment in solar energy › £34.9m investment in improvements to our
› £44.4m investment in local school buildings maintenance and efficiency
growth programmes › £13.4m investment in improvements to
› £42.8m to re-align the A29, Bognor Regis building maintenance and efficiency
› £18.7m to increase the number of premises in › £10.0m investment into climate change
the county that can access gigabit broadband
› £17.5m to enhance the corridor Highways maintenance
capacity on the A259, East Arun and integrated highways
› £15.8m to develop Broadbridge schemes £103.2m
Heath Retail Park
› £97.9m of structural maintenance to maintain
and improve the roads network
Education including schools £105.0m
› £57.1m to increase pupil places across our
primary and secondary schools
› £19.0m to build a new Woodlands Meed school
› £9.0m to increase pupil places for the provision
of special educational needs
29RESET PLAN 2021–2025
Community and social care £80.0m Other £56.3m
› £20.9m to build a new live training centre and › £25.0m set aside for new schemes that come
fire station in Horsham forward that support ecomic development.
› £19.3m for the County Council’s fleet of › £21.2m set aside for new schemes that come
vehicles, including Fire and Rescue, Highways forward as capital improvements.
and Transport and Social Care vehicles
› £12.7m to improve service provision in Adult
Day Services buildings
› £5.3m creating additional Children’s Social
Care residential places
› £4.3m on transformational projects
including the implementation of a business
Management solution
30RESET PLAN 2021–2025
Capital Programme 2021/22–2025/26
£666.5m
31RESET PLAN 2021–2025
Capital Resourcing 2021/22–2025/26
£666.5m
32RESET PLAN 2021–2025
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